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STAFF MANUAL 



UNITED STATES ARMY 



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1917 




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WASHINGTON 
GOVERNMENT PRINTING OFFICE 

1917 



War Department. 

Document No. 644. 

Office of The Adjutant General. 

D, of S. 
JUL 24 1918 






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CONTEXTS. 



Page. 

Staff Manual 5 

Staff principles 7 

Staffs of various commands 8 

The General Staff 9 

The Chief of Staff, duties and functions 9 

Operations section 10 

Intelligence section 1 11 

Technical and administrative staff 12 

Record section 13 

Inspection section 13 

Law section 14 

Supply section 14 

Sanitary section 14 

Engineer section in 

Ordnance section 15 

Signal section 15 

Aides 16 

Headquarters' troop 16 

Orders 16 

Messages 17 

Message center 18 

Press representatives and censorship 18 

Foreign attaches 18 

Coordination and cooperation 19 

Brigade adjutant 20 

Staff intercourse, tact, manners, etc 20 

APPENDICES. 

Diagram, distribution of duties 21 

Diagram, intelligence, source, and course of information- 21 

War diary, forms, and instructions 21 

3 



STAFF MANUAL. 

AVAR DEPAFvT:MENT. 
Washington, August 1. 1911. 

1. The following Staff Manual, prepared by the General Staff 
of the Army, has been approved by the Secretary of AVar and is 
published for the information and government of the Army 
of the United States. 

2. The subject of staff service in our Army is nowhere treated 
in a single compact publication. Effort by officers to familiarize 
themselves with the higher staff duties and the I'elations of our 
staff departments to each other and of the General Staff to all 
of them necessitates research through the Array Regulations. 
Field Service Regulations, and the manuals of the several staff' 
departments and the study of foreign classics on the subject. 
The subject is nowhere epitomized in our tongue for our service. 

3. Recent interviews with officers of the French and British 
Armies liave shown their reliance and dependence on the staff' 
manuals of their respective services. These manuals are de- 
signed primarily to define the mutual relations of the several 
branches of the staff, and particularly those that should exist 
between the General Staff and the administrative aud technical 
services in the field. 

4. The essential and specific function of the General Staff 
with troops in tliese armies is to assist the commanding general 
in arrangements for military operations. This includes the su- 
pervision of the training that must precede military operations 
and the collection and collation of the information upon which 
the plans of operations are based. The principal defect of our 
existing regulations is that responsibility for these duties is 
not clearly assigned to the General Staff or to any other agency 
mider the commanding general. It is believed that the efficiency 
of our forces in the present war demands an authoritativ'e as- 
signment of tliese duties to competent staff officers and a clear 

5 



6 STAFF MANUAL. 

iinderstancling as to the relations that should exist between 
this operations staff and the administrative and technical serv- 
ices. Our regulations provide that the staff service of a com- 
mand shall be coordinated by the senior general staff officer, 
who is designated as Chief of Staff. But the goal of coordina- 
tion, that is, successful military operations, is not emphasized 
as in other services by a clear definition of the special duties 
and functions of the General Staff with troops. 

5. It is believed that for commands outside the War Depart- 
ment such staff service should follow broadly the lines practiced 
in Great Britain and France, freeing the Chief of Staff and 
General Staff from administrative routine, primarily charging 
them with General Staff duty proper, retaining for the Chief 
of Staff of a command only the minimum of supervision and 
coordination of the administrative and technical staff necessary 
to enable him to assist his commander in undertaking opera- 
tions free from anxiety as to failure or lack of cooperation by 
supply and technical services. In the British and French prac- 
tice this is accomplished by a chief of technical and supply 
service, junior in rank to the Chief of Staff and, in the lust 
analysis, necessarily subordinate to him as the chief staff 
officer of the commander, but in technical and administrative 
matters taking from the connnauder and Chief of Staff the 
burden of supervision and coordination of those services. In 
our Army that staff officer, by ti'adition and custom marked for 
this supervision of the administrative service is the adjutant, 
the medium of communication between the commander and his 
subordinate individuals and organizations and the custodian 
of his principal records. An adjustment of staff relations on 
this line will do no violence to existing regulations, except in 
the single paragraph 261, Field Service Regulations, where the 
administrative section of the General Staff would pi'operly be 
omitted. The readjustment will come about naturally, without 
a swelling of the volume of military correspondence or the delay 
of official business. It will permit that strong specialization 
in general staff duty believed to be essential to our success 
in war. 

(062.11, A. G. O.) 

By order of the Secretary of War : 

TASKER H. BLISS, 
Major General, Acting Chief of f^taff. 

Official : 

H. P. McCAIN, 

The Afljvtant General. 



STAFF MANUAL. 

(Prepared in War College Division, General Staff, 1917.) 



I. STAFF PRINCIPLES. 

1. All military units larger than a company have head- 
quarters and staffs. The headquarters of battalions and bri- 
gades have no administrative functions. When such units 
operate independently their headquarters have for the time 
administrative functions, and an administrative staff is tempo- 
rarily assigned. The commander of an army concerns himself 
with broad questions of strategy and military policy. Adminis- 
trative functions in the field are exercised principally within the 
division. A commander is assigned such general, administrative, 
and technical staff as is necessary for the discharge of his 
duties. 

Staff functions of units larger than brigades divide into two 
groups, viz : 

(a) General staff. 

{!)) Technical and administrative staff, comprising record, 
inspection, law, supply, sanitary, engineer, ordnance, and signal. 

The commander is within his rights in supplementing such 
staff as is assigned to him by details of assistants from his com- 
mand, generally in the capacity of learners and understudies, 
to insure a continuity of staff service in time of frequent 
casualties. However, " a bulky staff implies a division of re- 
ponsibility, slowness of action, and indecision, whereas a small 
staff implies activity and concentration of purpose." (Memoirs 
of Gen. W. T. Sherman.) 

No matter how numerous the individuals in the several staff 
groups, there is but one staff, and it has but the one purpose — 
to assist the commander in his mission. The highest useful- 
ness of staff officers of all kinds to commander and troops lies 

7 



8 



STAFF MANUAL. 



in the efficient performance uf tlaeir staff duty. The success of 
the command as a team, led by the commander, attended by the 
minimum of friction, discomfort, misunderstanding, and loss 
for the units of the team is the very acme of staff service. 

Untiring industry, helpfulness, self-sacrifice, and self-efface- 
ment are the foundation stones of efficient staff' service. The 
staff officer, as such, gives no orders in his own name. He seeks 
no credit for success gained by his ccnmuander on his advice; 
and conceals his nonconcurrence in plans that have brought 
disaster. He foregoes opportunities for peri3onal distinction to 
devote himself to the interests of his connnander and comrades, 
yet, when exposure is demanded, so bears himself that his 
motives in the former case are beyond question. Tact, good 
temper, forbearance, alertness, willingness to accept responsi- 
bility, reserve, good judgment, and straight thinking, not to 
mention personal valor, would be the conspicuous characteristics 
of tl:3 perfect staff officer. 

II. STAFFS OF VARIOUS COMMANDS. 

2. The senior officer of each staff department represented in 
the command is its chief, the others are his assistants. 



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1 A Chief of Staff and such other staff as the commander deems necessary. 

The functions of chief of artillery and chief engineer on the staff of tlie division 
commander will be performed by the commander of the di^nsional artillery and the 
commander of the engineer troops, respectively. 



A division is accompanied by an agent of the Post Office De- 
partment for the prompt dispatch and distribution of mails. 
The Postal Service in the theater of operations in time of war 
is directed by an official of the Post Office Department stationed 
at the base of the line of communications. 

Independent commands may be accompanied by press corre- 
spondents with the sanction of the War Department. 



STAFF MANUAL. 9 

Au official photographer accompanies Army corps or otlier 
important independent field force. Sucli persons are detailed 
by the War Department. 

Note. — See Appendix A, Diagram of General Organization 
and Functions of the Staff. Tliis diagram is correct in detail 
for a division.- It applies in principle to other commands. 

III. THE GENERAL STAFF. 

3. The General Staff service of a command is performed by 
the Chief of Staff and such assistants as are necessary. It 
comprises the special functions of the Chief of Staff and the 
two general branches of combat or operations and intelligence 
or information, each branch with its related subjects. 

(See diagram, Appendix A.) 

4. The Cliief of Staff. — No other member of the staff reaches 
the official level of the Chief of Staff in the importance of his 
duties. He assists his commanding general in supervision and 
coordination of the command, but his primary duty in war has 
to do with operations ; and in peace with the training of the 
command and its preparation for war. He is present at all 
important conferences of the commander and accompanies him 
on all occasions involving operations, or is represented with hi)n 
by a General Staff officer, and is his principal adviser. 

The Chief of Staff is the dependence of his commander for 
accurate information as to the position, strength, and move- 
ments of any part of the command ; the state of supply and am- 
munition and the facilities for their renewal; the losses that 
have been suffered and gains that are expected; the fatigue 
and hardships that have been undergone; and the effective 
strength of the command in morale and numbers. 

He relieves the commander of much that is unimportant, and 
for the proper performance of his duties must be permitted much 
independence of action. In the name of the commander he co- 
ordinates and controls the operations of the troops, and the tech- 
nical and administrative services, exacting responsibility for the 
latter from the adjutant. He is responsible for the whole work- 
ing of the staff; that it functions without friction and according 
to the regulations ; and his powers of supervision and control in 
the commander's name are coextensive with this duty, and will 
6582°— 17 2 



10 STAFF MANUAL. 

be exercised to the extent he may deem necessary to carry out 
the same. 

The Chief of Staff bears in mind the plans and policies of his 
commander and guards against neglects and omissions. He pre- 
pares matters for the decision of the commander laying his views 
frankly before him but without insistence that they be accepted 
or resentment if they are rejected. He should know no other 
attitude than that of entire loyalty to his commander's decision, 
once announced, whether or not in accord with his personal 
views. 

When absent the commander is represented by the Chief of 
Staff, pending the formal assumption of command by the next 
senior line officer present. His functions in such instance are 
technical. He is not competent in such case to censure officers 
or organizations, and in the absence of knowledge as to the com- 
mander's wishes, the next senior line officer present with the 
command must be consulted before orders are issued. In the 
absence of both commander and Chief of Staff the chief of opera- 
tions of the General Staff succeeds to the routine duties of the 
latter, but if any orders are necessary must consult the senior 
line officer present with the command. 

5. The operations section. — This branch of General Staff 
work will be normally under the immediate charge of the Gen- 
eral Staff officer next in rank after the Chief of Staff. Such 
assistants will be detailed as are necessary, if not assigned to 
the command from the General Staff. While the Chief of Staff 
is intimately concerned with the work of this section, and will 
give its efficiency his close personal attention, it must be so 
conducted that he will not be bound to its routine. Likewise, 
the officer in charge of the section must be free to accompany the 
comrpander when designated by the Chief of Staff. Normally 
the signal officer of a command is given duty in this section of 
the General Staff, having to do with the efficiency of the several 
methods of communication, radio, visual, and wire ; the receipt 
and transmission of messages ; headquarters telephone and tele- 
graph service ; wireless interceptions and listening-in ; carrier 
pigeons, etc. 

The operations section of the General Staff assists in planning 
movements, maneuvers, and combat. It advises as to the as- 
signment of reenforcements, and as to the units from which 
detachments are made to other commands. It prepares for ap- 
proval the tentative drafts of field orders and the final approved 



STAFF MANUAL. 11 

field order for promulgation. It indicates the current status 
on the daily situation map, Including what is known of the 
enemy, and advises as to cooperation with adjacent commands, 
being charged with the liaison therewith. The section deals 
with the general subjects of organization and materiel as they 
effect readiness for operations; and considers the quartering 
or camping of the troops in relation to contemplated move- 
ments. It prepares the war diary for the headquarters of the 
command. This section operates the message center, the point 
mentioned in the final paragraph of the standard field order, to 
which messages are to be sent, and from which they are dis- 
patched at headquarters. 

Through Chief Signal Officer it concerns itself with the effi- 
cient working of the radio, telegraph, telephone, cable, and vis- 
ual communications; and with the coding, decoding, ciphering, 
and deciphering of messages. The operations section is charged, 
in peace and in the intervals of active operations in war, with 
the preparation of plans for the instruction and training of the 
command for war; the operation of schools for staff, artillery, 
musketry, bombers, etc. ; the preparation of problems, sched- 
ules, and critiques, and the conduct of maneuvers. It is a 
training school for candidates for the General Staff in its 
iitilization of carefully selected officers as learners, assistants, 
etc. In both peace and war it watches over the fighting fitness 
of the command and keeps touch with the state of efficiency 
of all its organizations. 

6. The intelligence section. — This branch of General Staff 
work will be normally under the immediate charge of the General 
iStaff officer second in rank after the Chief of Staff. Such assist- 
ants will be detailed as are necessary, if not assigned to the 
command from the General Staff. The Chief of Staff, while not 
personally engaged on the routine work of this section, will give 
it the personal attention necessary to assure himself of its 
efficiency and to enable him at all times to advise the com- 
mander in the light of all information available in it. 

The intelligence section of the General Staff makes and 
distributes a daily summary of information received regarding 
the disposition and movements of the enemy. It supervises 
exploring and reconnaissance of the theater of operations, col- 
lecting and distributing topographical information regarding it. 
;ind secures, compiles, and distributes maps. It is the duty of 
this section to examine and analyze captui*ed correspondence 



12 STAFF MANUAL 

anfl documents and wireless interceptions, as well as to exam- 
ine and interrogate prisoners of war and deserters. It analyzes 
and collates information from aeroplane and other photographs, 
and itself establishes and operates a photographic plant. In- 
terpreters, guides, and translators are secured through this sec- 
tion, which has general charge of relations with the civil a\i- 
thorities and inhabitants of occupied territory. It establishes 
the military secret service for the command and has charge of 
the duty of counterespionage and the general supervision of the 
intelligence work throughout the command. The section main- 
tains close relations with the Aviation Corps, whose efficiency 
in reconnaissance is interwoven with its own usefulness to the 
command. The sending and receiving of flags of truce and of 
any other communication with the enemy are conducted through 
this section. It Is charged with the reception, quartering, mess- 
ing, and movements of foreign attaches while with the command. 
It regulates the movements of press representatives, magazine 
Avritei's, photographers, and other civilians in the theater of 
(>]:)erations. The matter of censorship of mail, cable, tele- 
;;raph, and telephone service, and of press censorship, under the 
instructions of the Secretary of War, is under immediate charge 
of the intelligence section. Its activities include scanning hos- 
tile and neutral newspapers and the translation and proper dis- 
position of such extracts as by their character justify it, includ- 
ing not only information regarding the troops of the enemy but 
economic and other vital conditions in his territory. It fur- 
nishes historical and other pertinent information regarding 
liostile regiments opposite the front of the command. The 
section lieeps an intelligence diary. 

IV. TECHNICAL AND ADMINISTRATIVE STAEF. 
(See diagi'am. Appendix A.) 

7. This includes the representatives of the various staff corps 
and departments who may be assigned to the headquarters. 
The functions of the technical and administrative staff of a 
division are so intimately connected with the maintenance of the 
command as to preclude the separation of any of its personnel 
for any extended period of time from its headquarters. These 
staff officers are the technical advisei's of the division com- 
mander, and control directly the operation of such portions of 



STAFF MANUAL. 13 

their respective corps personnel as may be placed under their 
immediate orders. 

8. The record section. — The adjutant is the officer in 
cliarge of the i-ecord section. As the medium of communication 
between the commander and all other parts of the command, ex- 
cept the General Staff, the adjutant is the head of the technical 
and administrative staff. His office is charged with the custody 
of all records of the command except confidential records of the 
intelligence section of the General Staff and administrative 
records pertaining to money and property accountability and 
responsibility. The record section prepares and promulgates all 
administrative and routine orders, circulars, memoranda, bulle- 
tins, etc., and jointly ^^ith the heads of other staff departments 
concerned the adjutant is present when operations orders are 
decided upon, and prepares the paragraphs of such orders that 
may touch administrative staff service. This section is charged 
with the custody and distribution of War Department and other 
orders, bulletins, regulations, etc., from outside sources. It cor- 
rects headquarters copies of Army Regulations and service 
manuals to conform to published changes. It handles consoli- 
dated daily reports, camp returns, survey reports, requisitions, 
and rosters. It prepares returns, checks returns from subordi- 
nate organizations ; prepares, enters, and records papers ; keeps 
records of prisoners and casuals. The routine business of the 
command is conducted by this office, which prepares general 
correspondence for signature ; checks it up and mails it. Tlie 
duty of copying and mimeographing is performed by this sec- 
tion. The adjutant, through the opportunities afforded by his 
office as a channel, and otherwise, so informs himself as to the 
administrative efficieucy of the command, including supply and 
staff departments, as to enable him to furnish accurate informa- 
tion regarding it to thegttiief of Staff or commander whenever 
required. 

9. Inspection section. — The inspector is the officer in cliarge 
of the inspection section. This section concerns itself with all 
classes of inspections of the command, except tactical, and the in- 
spector should accompany the commander at his tactical inspec- 
tions. Its inspections include organizations, their camps or quar- 
ters, interior economy, transportation, equipment, arms, records, 
messing, and morale. The inspector condemns unserviceable 
property, verifies money accounts, and generally exercises a 
comprehensive and general observation within the command 

6582°— 17 3 



14 STAFF MANUAL. 

over all that pertains to efficiency, condition, and state of sup- 
plies, expenditure of public property and moneys, conduct, and 
discipline of officers and troops, and reports witli impartiality 
as to irregularities discovered, making suggestions as to the 
correction of defects coming under his observation. This section 
undertakes special investigations when required. 

10. Law section. — The judge advocate is the officer in charuv 
of the law section. This section concerns itself with the prepara- 
tion and investigation of court-martial charges, the submitting of 
legal opinions on questions referred to it, and the examination and 
tentative review of all court-martial cases requiring the action 
of the commander. It prepares all orders pertaining to court- 
martial proceedings and renders such general assistance as may 
be required of it. Its connection with the subject of coui-ts- 
martial is extended in time of war to such tribunals as courts 
of inquiry, military commissions, and provost courts. The judge 
adA-ocate is the advisor of the commander in the general admin- 
istration of military justice in the command. 

11. The supply section. — The quai-termaster is the officer 
in charge of the supply section. This section is charged broadly 
Avith the supply of the command. It deals Avith questions of 
quarters, subsistence, pay, transportation of personnel and sup- 
plies, fuel, lights, Avater, clothing, quartermaster equipment, 
forage, etc. It furnishes and repairs A-ehicles for transportation. 
It is responsible for the supply of remounts to the mounted 
troops, and Avith the replacement of all classes of public animals. 
The supply section furnishes motor A-ehicles as authorized for 
use of headquarters, troops, and trains. It considers and ad- 
justs claims, and does general disbursing for the command. It 
is charged Avith salA'age in the theater of operations; polices the 
battle field and buries the dead ; locates and cares for cemeteries. 
Laundries and baths for the command, except as to their medical 
aspect, are established and operated by this section. 

12. The sanitary section. — The surgeon is in charge of the 
sanitary section. Normally his senior assistant is the sanitary 
inspector for the command. One assistant performs the duty of 
attending surgeon for the headquarters. The duties of this sec- 
tion are advisory and administrative. It is charged Avith the 
supervision of the sanitation of camps and quarters of the com- 
mand and of the occupied ten-itory. It cares for the sick and 
wounded, being responsible for the evacuation of the Avounded 
from the battle field. This section procures the necessary medi- 



STAFF MANUAL. 16 

cal and surgical «upplit's, and advises as to the assignmeut and 
distribution of medical personnel. It performs similar duty 
with regard to veterinary personnel and supplies. It provides 
for the disinfection of clothing, and in their medical aspect is 
responsible for the operation of baths and laundries. The sui'- 
jxeon is expected to freely advise the commander on matters per- 
taining to his responsibilities, which include training tlie com- 
mand in matters of personal hygiene and military sanitation ; 
the provision of facilities for maintaining good sanitary condi- 
tions ; and, in so far as they have a bearing upon the physical 
condition of the troops, the equipment of individuals and organi- 
zations, the condition of buildings or other shelter occupied by 
troops, the character and preparation of the food, the suitability 
of clothing, and the disposal of waste. He recommends as ttj 
action on requests for absences on account of sickness or wounds. 
The surgeon's responsibilities for the health of the command and 
its physical efficiency are so great that he should not hesitate to 
prolTer recommendations on matters which he believes to be vital 
to them. 

13. The engineer section. — The chief enginetT of a com- 
mand in charge of this section is normally the senior officer of 
the engineer troops with it. A separate office at headquarters 
will not generally be necessary. The activities of the engineer 
section include the furnishing of labor and material for roads, 
bridges, docks, mines, and for the construction, operation, and 
maintenance of railways in the theater of operations. It con- 
.structs field fortifications, makes surveys, sketch maps, etc. It 
Is charged with furnishing engineer material for its variou'^ 
constructions, as well as flares, searchlights, mines, asphyxiat- 
ing gas, etc. 

The chief engineer is the adviser of tlie commanding general 
and of the Chief of Staff on all matters reqiiirlng engineering 
skill and knowledge. 

14. The ordnance section. — This section, imder the ord- 
nance officer, is charged with furnishing ordnance supplies and 
with repairs to the same. The chief ordnance officer is the 
adviser of the commanding general and of the chief of staff 
on all technical matters relating to ordnance. 

15. The signal section. — The signal section is under the 
signal officer whose staff duty, with regard to purely signal mat- 
ters, is principally concerne<l with procuring supplies. His tech- 
nical knowledge, however, made use of in the operation sec- 



16 STAFF MANUAL. 

tion of the general staff, by detailing him, as an assistant in 
matters of radio, visual, pigeon, and wire communications ; the 
receipt and transmission of messages; the supervision of the 
headquarters telephone and telegraph service, and the service 
of wireless intercepting, listening-in, etc. 

V. AIDES. 

16. When not on duty directly under the commanding gen- 
eral one aide will be detailed in the operations section and one 
in the intelligence section of the general staff. 

The aide in personal attendance on the commanding general 
will inform the Chief of Staff, at the earliest practicable 
moment, of any contemplated movement of the commanding 
general. 

If the commanding general issues any orders or instructions 
when the Chief of Staff is not present, the aide in attendance 
will make a written copy at the time of such orders or instruc- 
tions and will send it without delay to the Chief of Staff. 

An aide will be responsible to the supply officer for head- 
quarters for the commanding general's horses, motor car, or 
other property in his personal possession. 

VI. HEADQUARTERS TROOP. 

17. The troop commander is ex officio camp commander of 
the headquarters camp. He is responsible for the security of 
the commanding general and of headquarters, causes the neces- 
sary .sentries to be posted, the proper flags and lights to be dis- 
played, and maintains order and police in the vicinity of head- 
quarters. 

He issues orders for the movement of civilian and enlisted 
personnel on receipt of instructions from the Chief of Staff, 
details the necessary orderlies, causes the horses of the staff 
to be cared for and delivered on order. 

For messing, quartering, and muster all enlisted men at head- 
quarters are part of the headquarters troop. 

VII. ORDERS. 

18. A verbal order is more likely to cause misunderstanding 
than a written one. Ambiguous and badly worded orders are 
a fruitful cause of mistakes. When definite action is i-equired 
a definite order should be given. When it is necessary to place 



STAFF MANUAL. 17 

a subordiimte in a position In whicli lie must act on his own 
judsinient, the object to be attained must be made clear, and 
he should be furnished with all available information likely to 
be of use to him ; but definite orders as to methods of action 
would be out of place. It must, however, be made clear whether 
the attainment of the object iu view is to override all other con- 
siderations, such as loss of life, or not. In considering this im- 
portant point it must be remembered that great objects can not 
be attained by half-hearted measures. 

Whenever time permits, orders and other communications 
should be typewritten or printed, because when issued In these 
forms they are more easily read and grasped than when written. 

Confidential orders must always be typed or written by a 
staff officer. Orders having been issued, they should be repro- 
duced and distributed without imdue delay, in order that sub- 
ordinate commanders and troops may be relieved as far as pos- 
sible from uncertainty and from the consequent necessity of 
making hasty arrangements. It will be often possible to make 
an early issue of jDreliminary instructions, stating at the same 
time the hour when detailed orders will be circulated. 

This course is especially advisable when orders can not be 
issued until late at night. 

All staff officers whose duties may require them to prepare 
orders or messages should carry with them the necessary mate- 
rials for drafting and copying orders and messages in the field. 

Receipts must be obtained for all communications .sent from 
headquarters. 

VIII. MESSAGES. 

19. The rules adopted to secure clearness in orders apply 
equally to messages. 

Urgent operation orders or messages shall take priority in 
transmission of all othei's. 

Subject to any instructions issued by the Chief of Staff, the 
signal officer decides on the method by which a message, order, 
or letter confided to the signal service is to be sent. 

ilessages arriving will have the time of receipt noted on them, 
will be receipted for if arriving by messenger, and will be at 
once sent to the officer concerned. At night the officer on duty 
will use his discretion as to whether the importance of a mes- 
sage calls for its delivery before morning. 



13 STAFF MANUAL. 

A receipt of all messages imist be acknowledged on the en- 
velope or otherwise. 

A register of messages sent or received will be kept at the 
message center. 

IX. MESSAGE CENTER. 

20. This is the point mentioned in all field orders to which 
messages are to be sent. It is the oflice for dispatching mes- 
sages. It will be maintained whether the command is stationary 
or in movement. It pertains to the operations section of the 
General Staff and will normally be under charge of the signal 
officer as assistant to the General Staff. 

X. PRESS REPRESENTATIVES AND CENSORSHIP. 

21. Tlie regulations governing cdrrespondents permilted to 
accompany the armies in the field are contained in paragraphs 
422 to 431, inclusive, Field Service Regulations. Press reiiresen- 
tatives are under the control of the intelligence section of the 
CJeneral Staff. They are under the direct control of the censor, 
who will issue to them such additional instructions as may be 
found necessary to amplify those contained in Field Service 
Regulations. 

XI. FOREIGN ATTACHES. 

22. "When duly accredited attaches of foreign governments 
are permitted to accompany the forces in the field, they will be 
placed under the care of the Intelligence Section of the General 
Staff. 

One officer, Avith such assistants as may be necessary, will be 
designated to receive and attend the foreign attaches and to 
make the necessary arrangements for their comfort. Tlie offi- 
cers designated for this duty will have charge of the movements 
and correspondence of the attaches, and through these officers 
will be transmitted all orders, communications, or information 
that it may be deemed expedient to furnish them. No other per- 
son will furnish attaches any information whatever. 

The officer in charge of attaches is responsible for the censor- 
ship, dispatch, and delivery of all their correspondence. 

No cipher or code is permitted, and no telegram can be dis- 
jvcitched except in the case of the most urgent necessity. 



STAFF MANUAL. 19 

The officer in. charge of attaches will issue such subsidiary 
resulations as may appear necessary, including instructions for 
their servants or interpreters. 

XII. COORDINATION AND COOPERATION. 

23. Staff officers, as such, have no authority over the troops, 
or services, or departments, and though they are responsible for 
the issue of orders, it is essential that they should remember 
that every order given by them is given by authority and on 
the responsibility of the authorized commander. This must al- 
ways be made clear io the recipient of the order. 

Efficient performance of staff duties is far more difficult in 
a new organization than in one that has existed for some time, 
and in which commanders and staff know each other well and 
are accustomed to work together. When this knowledge and 
previous experience do not exist, it is more than ever essential 
that the nature and importance of staff duties and the general 
p?-'.nciples of their organizatio.x should be clearly understood by 
commanders as well as by staff officers. 

Secrecy as to plans and intentions is often advisable, and 
few matters call for more judgment in war than to know how 
much it is advantageous to make known and how much to 
conceal. 

Overconcealment tends to prevent intelligent cooperation, 
A\hile if plans and intentions are allowed to be known prema- 
turely the enemy may gain valuable information from pris- 
oners or spies, or by other means. Staff officers should always 
tMideavor to obtain instructions from their superiors as to what 
information it is advisable to make known to subordinate com- 
manders ; but at times they may have to use their own judg- 
ment. As a general guide, they must remember that unity of 
effort toward a common object can not be attained if subordi- 
nates who may have to act on their own judgment are not 
told all that which it is necessary for them to know. 

Every staff officer who obtains any information likely to be 
of use is responsible that it is passed on to the chief of staff 
at once. 

All staff officers must use their judgment in communicating 
information to others likely to be affected by it. A staff officer 
bringing information to headquarters should state to whom else 
lio has communicated it. A subordinate commander to whom 



20 STAFF MANUAL, 

information is given should be informed as to tlie other com- 
manders to whom similar intelligence has been given. 

XIII. BRIGADE ADJUTANT. 

24. The headquarters of a brigade of Cavalry, Field Artil- 
lery, or Infantry lias as stafC one major, bridgade adjutant, 
and two aids. 

To the brigade adjutant, assisted by the aids, naturally fall 
all the staff duties. Q^he adjutant takes the place of the Chief 
of Staff in liigher units. 

Should troops, in addition to those which normally constitute 
the brigade be attached to it, the commander ordering these 
dispositions is responsible that any necessary increase is made 
to the brigade staff. 

XIV. STAFF INTERCOURSE, TACT, MANNERS, ETC. 

25. It is essential that tlie officers of the staff should always 
be in close touch ; everything must be done to coordinate tlie 
work, avoid duplication, or other waste of effort. 

A staff officer needs a broad outlook, modesty, and above all 
manners. 

A staff officer must never do a job slackly or make a mistalve ; 
and if he does, he must confess it directly and malve it right. 

A staff officer is the servant of all and must devote himself 
to the whole command. 

Although a servant, he must still have the resolution of a 
raastei". He must be cheerful, sympathetic, loyal, and always 
thinlc of the machine as a whole and not try to get advantages for 
his own command. 

He must never say " It is not my job." 

Orders should be conveyed concisely and in good English. In 
order to write orders a staff officer must visualize what is going 
to happen. 

He should always discuss orders with commanders of units, 
if possible. 

Staff officers must be careful to avoid errors in writing tlie 
names of places. It frequently happens, for example, in France 
that places in the same district have names px'actically identical. 

He must learn to work quickly and to practice the dictation 
of orders. Orders should be criticized from the point of view 
of the reader, and if possible another staff officer should read 



tica 
Sta 
lear 




Plans for o^'*''- 
ments. ^^• 
Detachmen<i?es. 
Field Orde^struction. opera- 
War Diarie"'"' ^^"^ mainte- 
Organizatio"\"ce of railways. 

Material. '^'^^• 
Daily sitiia')^^; _^.„ ^. 
Cooperation'*! fortjfisation. 
mands. ■^'«'.^'^- . , , , 
Defense schP makmg, sketch. 

Reinforceid''''^-,. , , 
Training aiFP^"gl^ts. 
Quartering^meer supplies. 

andmovf-'^^c- 
Message Ce] 
Liaison. 
Signal, rad 

cable con 
Coding, del 

phering, 
Etc., etc., < 



Ordnance supplies. 
Repairs to ordnance. 



SIGNAL 

(SIGNAL OFFICER) 

Signal supplies. 

Assistant lo General 
Staff in matters of 
radio, visual, wire 
communication; 
message receipt and 
transmission; Head- 
, quarters. , telephone 
and teregrapn Serv- 
ice; pigeons. 

Wireless interception, 
etc., etc. 



668S 



Appendix A. 



GENERAL ORGANIZATION AND FUNCTIONS OF THE STAFF. 

COMMANDING GENERAL. 



Chief of Staff. 

Primarily charged -nith responsibility for the elliciency of the 
General StafI service, exercisint; under the CommanduiK 
General such supervisory and coordinating power over the 
remainder of the command, including administrativescrvire, 
as will enable operations to be imdertalien with confidence 
in the eniciency of all parts of the command. 



GENERAL STAFF 

Working out all arrangements necessary for camping, quar- 
tering, security, movement, and battle. Freparing and 
communicating field and tactical orders. Collection and 
distribution of information from all sources, reconnaissances, 
captured documents, agents, spies, prisoners of war, deser- 
ters; organization and conduct of military secret service: 
supervision or preparation and revision of maps, and dis- 
tribution of same; censorship. Watching over fightini; con- 
dition of troops, keeping touch with their efflciency m all 
respects. Keeping journals and diaries of operations, 
drawing up reports of engagements, and colleetmg and pre- 
serving important military information for future use. 
Preceding active operations, and during intervals in war 
when active operations are not being prosecuted, the General 
Staff concerns itself with training, instruction, schools tor 
artillery, machine guns, bombing, etc., maneuvers, 
problems, schedules, and critiques. Special attention is 
given to the training of (Jeneral Staff ollicers, and to prac- 
tical determination of eligibility or fitness for the C.eneral 
Staff by the utilization of attached cfTicers, understudies, 
learners, etc. , etc. . 



ZL 



OPERATIONS 
(2D o. s. o.) 

Plans for operations, combat, move- 
ments. 
Detachments. 
Field Orders. 
War Diaries. 
Organization. 
Material. 

Daily situation maps. 
Cooperation with adjacent com- 
mands. 
Defense schemes. 
Reinforcements. 

Training and Instniction Schools. 
Quartering, in relation to security 

and movements. 
Message Center. 
Liaison. 
Signal, radio, telegraph, telephone, 

cable communications. 
Coding, decoding, cyphering, decy- 

phcring. 
Etc., etc., etc. 



INTELI-IOENCE 
(3D G. s. o.) 

Summarizing, distributing informa- 
tion received of the enemy, disposi- 
tion, movements, etc. (dally). 

Collecting, distributing topographical 
information of the theater of openi- 
tions. 

Exploring, reconnaissance, etc. 

Securing, compiling, distributing 
maps. . 

Analyzing captured correspondent e. 
document*, and wireless intercep- 
tions. J . _ 

Analyzing enemy's codes and cyphei^. 

Establishing, operating photograph- 
ing plant. 

AnaTvzing aeroplane photograptis. 

Interpreters, guides, and translators. 

Examining prisoners of war and de- 

Rdatfol's with civil authorities aud 
inhabitants of occupied territory. 

Military secret service. 

Counter-espionage. 

Supervision of Intelligence work 
throuchout the command. 

Links with Aviation Corps. 

Flags of truce. , , „ 

Care and movements of foreujn 

Movements of press and magMina 
writers, ph.)tographers and othw 
civilians (n the theater of operation-s. 

Censorship of mail, cable, teleiJione. 
and telegraph, etc. 

Intelligence Diary. 
-4'ress ttan.slations. 

History of regiroeni.s opposite «i» 
front. 

Etc., etc., etc. 



SUPPLY 

(QUABTEBMASTEH) 

Transportation of person- 
nel and supplies. 
Supply of transportation, 

repairs, etc. 
Clotning. 

Quartermaster equip- 
ment. 

Subsistence. 

Fuel. 

Lights. 

Water. 

Camp sites. 

Quarters and ofnces. 

Pay of per.soiuiel . and gen- 
eral disbursements. 

I/auiidries and baths. 

Remounts. 

Claims. 

Salvage. 

Workshops. 

Cemeteries. , , ,,. 

Policing battle lieWs. 

Burials. 

Labor. 

F.tc. 



INSl'ECTION 

(INSPECTOB) 

Investigations as re- 
quired. 

Inspections of all 
classes, except tac- 
(ical, mclurtmg or- 
ganizati.ins, camps, 
quarters, interior 
economy, transpor- 
tation, morali;, mcss- 

Condemnation ol 

profierty. 
Verification of money 

accounts. 
Etc., etc., etc 



RECORD, PERSONmJL, ADSfimSTRATlOy 
(ADJUTANT) 

The Adjutant, as the medium of communication between 
the Commander and all otlier parts of the command except 
the (ieneral Staff, is the head of the technical and adminis- 
trative staff. His olTice is charged with the custody of all 
records of the Ileadtiuarters except the conndentiiil records 
of the Intelligence Section of the General Staff, and admin- 
istrative records pertauiiiig to money and properly accoimt- 
ing. He issues all administrative and routine orders, 
circulars, memoranda, etc.. and jointly with the stiitf depart- 
ments concerned is present when operation orders are 
decided upon and prepares paragraphs that may touch 
administrali\e staff service. His othce keeps rosters; 
prepares, enters, and records papers; distributes orders 
from superior authority; conducts routine business of the 
command, etc. 



LAW 

(JUDGE ADVOCATE) 

Preparation and in- 
vestigation of court- 
martial charges. 

Examination and ten- 
tative review of 
court-martial ca-ses 
requiring action of 
Commander. 

Court-martial orders. 

Supervision of admin- 
istration of military 
law. 

Submission of legal 
opinions on request. 

Etc. 



SANITAKV 
(SUBOEON) 

Sanitation of camps, 
quarters, and occu- 
pied territory. 

Health of command. 

Care of sick and 
wounde<l. 

Collection and evacu- 
ation of sick and 
■wounded. 

Medical personnel. 

Medical supplies. 

Veterinary personnel. 

Veterinary supplies. 

Laundries and baths, 
(medical aspect). 

Disinfection of clotb- 
in?, etc 



ENGINEERS 

(ENOINEEE) 

Labor. 

Roads. 

nridges. 

Construction, opera- 
tion, and mainte- 
nance of railways. 

Docks. 

Mines. 

Field fortilisation. 

Survevs. 

Map naaklng, sketch. 

Flare-s. 

Searchlights. 

Engineer supplies. 

Etc., etc. 



ORDNANCE 

(ORDNANCE) 

Ordnance supplies. 
Repairs to ordnance. 



SKJNAL 

(SIGNAL omCIB) 

Signal supplies. 

Assistant to General 
Staff in matters of 
radio, visual, wire 
coin municatlon. 
mcs.siige receipt and 
traiLsniission; ilead- 
quarlors tfltjiphone 
and telegraph Serv- 
ice: pigeons. 

Wireless interoeptioD, 
ete., etc. 



6682°— 17. (To face page 20.) No. 1. 



'1 



■•i 1-1:1 -r '.. . . 

■'i:'6 

\''H hue r*tii;ti.r 






. .-3 ,^iA 



•■.'<V.. '/I 
l>!!l\1(L-;,t.f|- •■>lti ■..'>' \, ..•'■ -'I 

■.r<I.' f •.;-: ..--.fc, . ! : - 

.MK..- -. .■ -'■;-•: , ■ 



*.!..- .-.MM-r; 






i.AU 'SMf '.-j-N oT) .Ti-- "i'i^ 



Appendix B. 



Balloon Ot serving 
Observers Officers 



Aoroplano 
Reconnaissance 



Post: 



'oan'.'ard 

jocation 
^1 



rvers 



Forward Observing Officers 

BATTERIES 



Artillery Brigades 
Through Whom Heports -are 
sent 




Divisional Arty. 

Head (quarters 



Flying Corps 
■aadron 



tvy Artillery 



Divisional 
Headquarters 



I N T E L L I 


G 


E N C E. 


SOURCES' AND COURSE 


05 


^ INEORMATIO^f 


EROM FRONT LINE 


REARWARDS- 



Appendix B. 



Sentries 



Battalion Scouts Sentries 
and Patrols 



Battalion Scouts ^..Observing ?hotographing Kite ^ofV^T^ 



Coinpanies in Companies in 
Front Trenches Support Trenches 



Battalion 



Battalions in 
Support and 
Reserve 



Divisional 
Headquarters. 



luai 



6582° — 17. (To face pug"' 20.) No. 2. 



and Patrol: 



Companies in Coinpanies in 

Front Trenches Support Trenches 



Battalion 
1 



Regiment in 
Front Line 
System 



Special Observers 
In Rearward Observation Posts 
(Occasional) 



Divisional 
Observajtion Posts 



Brigade in 
Front Line 



Infantry Brigades 
Through Whom Reports are sent 



Tivisional 

Headquarters_ 



Aeroplane 
Reconriaissance 



Observers Officer 



ne 



Observation Posts 



Behind 
Front Line 



Roanvard 
Location 



Brigade Observers 



Brigades 
Resting 



Forward Observing Officers 

BATTERIES 



Artillery Brigades 
Through Whom Reports are 

sent 



I 



Divisional Arty- 
Headijuarters 



Flying Corps 
.Souadron 



Divisional 
Headquarters 



CORPS HEADQUARTERS 



Corps Haavy Artillery 



STAFF MANUAL. 21 

tlicm over. It is inexcusable in a staff officer to make a mistake 
through carelessness. Ke must alwaj's study the human nature 
of the men with whom he is brought in touch. 

The members of the staff should be good friends m order to 
A\'ork harmoniously together. It is upon perfect confidence and 
close cooperation that success depends. 

Appendix C. 

war diaky. 

1. A daily record of events, to be kept in campaign by each 
battalion and higher organization, and by each ammunition, 
supply, engineer, and sanitary train. 

2. The day comprises the 24 hours covered by the date. 

3. To be submitted to the next higher commander, and by 
him forwarded, as soon as practicable, direct to the War De- 
partment ; commanders of armies or of units not components of 
a higher command, forward their diaries direct to the War 
Department. 

4. After an engagement the report of losses and captures will 
be filled out, and a sketch will be appended showing the posi- 
tion of the command at the most important phases. 

5. Copies of orders and messages received will be appended, 
or a synopsis of their contents will be entered in the diary ; it 
is most important that the exact time and place of issue and 
receipt be shown. 

6. Each installment of the diary will begin on sheet No. 1 ; if 
necessary, sheet No. 2 will be used for the additional leaves. 

7. See paragraph 35, Field Service Regulations. 



STAFF MANUAL. 
War diary of (see par. 35, F. S. E.) Date. 







Organi- 
zation. 


From 


Hr. 


To 


Hr. 


Dist. 


Combat train 




OS 

g-S 

o 

■Ja 


Am. train 


















With 
troops. 


Ration.s . 


1 

a 












Forage . . 












Supply 
train. 


Rations . 


2 












Forage.. 




1 
1 










^ .9 


Eflectives 


51 

§ s 






Officers Men 


^ '!^ 


Re 


marks: 




m g^ 




We 


ather 


"d 






g 


Roads 


o 




■g 


Health 






Camp 








i 














i 















STAFF MANUAL. 



23 



Hour. 


Chronological record of events. 


t 

i 


i 










V 










O 

% 








<! 


ri 














g; ^ « 




^ 










CD 




i 






i 






(Sheet No. 1, reverse.) 


o 










g 
% 








c 








1 


(>3 


















O 
a 


















o 
S. 

S 















Note.— If moving, show place opposite hour. 



24 



STAFF MANUAL. 





Hour. 


Chronological reoord of events. Organization Date 
























2 






SHEET No. 
War diary, 
d paste nothing in 




















^ 






















Note: If mo\'ing, show place opposite hoiur. 



STAFF MANTJAL. 



25 



Hour, j Chronological record of events. 
















^ 






p 






■a 
o 




(Sheet No. 2, Reverse.) 








5 










cra_ 



























o 



mZT°^^°^^ 




°°1' 399 159 8 



